1 copyright © 2010, elsevier inc. all rights reserved. chapter 2 crisis management: crisis response...

1Copyright © 2010, Elsevier Inc. All rights Reserved.

Chapter 2

Crisis Management:

Crisis Response Team

Crisis Negotiations4th Edition

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Chapter 2

Copyright © 2010, Elsevier Inc. All rights Reserved.

Definition of Team

“a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable” (Katzenbach & Smith, 1993)

Small Group: 10 to 12 people

Complimentary Skills: Members are selected specifically for their contribution to the purpose and goals of the team

Commitment to a Common Purpose & Goals: Provides direction

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Crisis Management Team: The Importance of Establishing Control

1. Impulsive uncontrolled acts only inflame the situation.

2. Lack of a primary decision maker can lead to distorted communications.

3. Insufficient control can devalue the importance of saving lives as well as misuse of efficient and effective resources.

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The Crisis Response Team

Should be made up of the key personnel necessary to respond to a negotiation incident. It may vary in makeup and number depending on the nature of the incident.

Basic Functions 1. Actor must be detained and tactical options developed2. Communications need to be established with the actor 3. Information needs to be gathered 4. Situation needs to be free of bystanders 5. The media needs to be taken into consideration 6. Overall control of the situation must be maintained 7. Victims services should be included in the planning for

crises incidents

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Communication

Significant Factors of Communication Timely and accurate communication is essential Free flowing line of communication is imperative Responsibility of communication must be designated The process of communication must be taken on ALL

Note: The Principal of Redundancy & The Principle of Clarity

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Establishing the Negotiation Area

Things to Consider Negotiators’ need for:

Safety & Security Freedom from Distractions & Criticism Control of their Environment

Location of setup: Between the outer and inner perimeter Out of the line of fire Separate from, but close to command center

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The Negotiations Team

Guidelines for Developing a Team

1. Limit the size of the team

2. Select people for their skills

3. Be certain all members understand and are committed to the overall goals

4. Hold each other accountable

Building an EFFECTIVE Team

1. Establish urgency & direction

2. Select people for their skills

3. Make the 1st team meeting the best

4. Set clear rules for behavior

5. Set and pursue a few immediately productive tasks

6. Challenge the group regularly

7. Spend lots of time together

8. Use the power of positive reinforcement

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The Negotiating Team: Roles Negotiator Supervisor

- responsible for the overall functioning of the negotiating team

Primary Negotiator - direct communication link to the hostage taker

Secondary Negotiator /Coach - pipeline between the negotiation team and the primary

Intelligence Officer - responsible for gathering intelligence from various

Mental Health Consultant - responsible for assessing the mental anguish of both the negotiators and actors

Recorder - maintains a log of negotiations

Equipment Officer - maintains equipment on a routine basis

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The Negotiating Team: Overall Goals 1. Gather intelligence:

- about the incidence - about the hostage taker - about the hostages

2. Develop tactics - to defuse the incident - to influence the hostage taker - to reduce the risk of loss of life

3. Establish communications w/hostage taker 4. Record relevant intelligence information 5. Keep a record

- of negotiations - demands - promises

6. Maintain equipment 7. Contain and communicate w/incident commander and

tactical team

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The Negotiation Team: Selection Model

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The Negotiating Team

Things to Consider Teamwork is ESSENTIAL in negotiations Skills must be developed systematically All roles must be known by each member of

the team Training is the best method for developing

teamwork Team members should be selected based on

the needs of the team and their ability to contribute to that team

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Training Negotiators

Things to Consider Training should be spread out evenly annually

(40 hrs) Consider individual differences in ability All trainings should be realistic All trainings should be specific Joint exercises should be conducted with tactical

and full response elements

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Types of Training

External TrainingCosts - Expensive - Loss of manpower - Separation of team

Benefits - Develop contacts and working relationships - Ability to witness how other departments work - Provides reinforcement

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Types of TrainingInternal Training

Role Playing - a replication of the types of situation the officers will encounter

Face to face Voice to voice Using equipment

Fishbowl Exercise

- builds communication and active listening skills through the use of back to back role playing while being evaluated by team members

Roundtable Exercise - builds communication and active listening skill s by developing a repertoire of responses to possible statements made by hostage takers

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Types of Training

Internal TrainingCase Study

- detailed presentations of a specific event which helps in making specific points, learning to critically evaluate actions, and reversing unfavorable trends

Guest Instructor

- a training day conducted by a subject-matter expert

Equipment Day

- a training day dedicated to the use, repair, and storing of equipment

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Necessary Equipment Uniforms Basic Office Supplies Concealable Weapons w/Holster Dry Erase Board Tape Recorder Bullhorn Desk Telephone & Cell Phones Police Radio Basic Toolbox Binoculars Physician’s Desk Reference & Guide to

Psychoactive Drugs Laptop with Internet Capability

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Situation Boards

A method of displaying intelligence, reported demands, and the actors involved.

Recommended Topic Areas - subjects - site - hostages - third-party intermediaries - weapons - surrender plan - medical history - escape plan - demands - things to know- deadlines - things to avoid - positive police actions- delivery plan

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Optional Equipment

Throw Telephones Negotiation Vehicles Remote-Control Bullhorn Video Recorder Closed-Loop Intercom Ice Chest w/Drinks & Non-Perishable Snacks

* Optional equipment is solely constrained by a department’s budget

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Obtaining Equipment

Procuring Equipment Creatively Asset Seizure Accounts City Surplus Warehouses “100” Clubs In-House Donations & Assembly Military Surplus Sales Military Loaners

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Incident CommanderUsually, the highest ranking officer at the scene of the

hostage incident, he/she is responsible for strategic management of the incident.

Concepts for Decision-Makers in an Incident 1. Recognize the difference between a hostage & non-hostage incident 2. Know the dynamics of a hostage & a non-hostage incident 3. Know the strategies that apply to a hostage & a non-hostage incident4. Know the decision-making criteria 5. Understand the necessity of a team in crises 6. Emphasize the importance of a unified strategy in crises 7. Recognize indicators of progress 8. Recognize risk factors 9. Understand the tactical role of negotiations 10. Delineate in each situation what constitutes success

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Responsibilities of an Incident Commander

1. Establish a safe and secure command post 2. Establish communication and brief Chief of Police 3. Ensuring and establishing inner and outer perimeter 4. Establishing a radio channel as an emergency channel 5. Ensuring evacuation of citizens within the inner

perimeter 6. Ensuring that only necessary manpower is on the scene 7. Making decisions and ensuring control and coordination

of tactical and negotiations team 8. Designate a press representative 9. Periodically checking on the welfare of his/her officers

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The Tactical Team

Functions During a Hostage Incident Containment Assuring the possibility of use of force Maintaining secure inner and outer perimeters Assist in providing equipment in high-risk

situations Provides intelligence and surveillance Ensures the safety of hostages upon release Assists officers on the scene of the incident

w/basic functions

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The Tactical Team

Linear v. Parallel Approach

Given the historical context of utilizing a linear approach, current incidences have emphasized the importance of collaboration during a hostage incident.

Selection of Tactical Team Members Critical to later proficiency and relies on thorough training prior to work in the field

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The Tactical Team Intelligence Needs

Without relevant, timely, accurate, and complete intelligence, tactical teams operate in the dark as a result, lives are lost.

Situation Security Assures the security of the situation by delegation and physical presence.

Assault Operations A six man operation to physically confront and gain control of the hostage taker. This is a last result in a hostage incident.

Sniper operations Two man units, one of which is responsible for delivering a fatal shot in a moments notice and the other who is responsible for collecting and disseminating information to multiple outlets throughout the entire operation

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Outside Agency Support

Police & Federal Agencies

Traffic Patrol Investigations Public Relations Officers K-9 EOD ATF Military Installations EMS Fire Department

Other Agencies & Personnel

Telephone Company Utility Providers Building Engineers Locksmiths Foreign Language Consultants Disability Experts Medical Doctors Red Cross Victims Services Personnel Counselors

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The Ten Most Common Mistakes

Negotiator Skills and Techniques 1. Reluctance to Critically Analyze Situations 2. Ineffective or Incorrect Assessment of Hostage Taker 3. Ignoring or Mistreating Hostages

Negotiations Team Management 4. Failure to Recognize or Practice a Dualistic Approach to Negotiation 5. Inadequate Criteria and Selection System for Negotiators 6. Not knowing or Monitoring Philosophies of Tactical or Incident Command 7. Insufficient Focus on or Use of Secondary Negotiator

Critical Incident Management 8. Unwillingness to Maintain or Pursue Highest Level of Knowledge9. Failure to Follow Standard Practices 10. Ignoring or Violating the Critical Incident Response Triad

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Your organization has decided to create a crisis negotiation team. You are in charge of selecting the members from your organization that will be assigned to the negotiating team. Create a memorandum or flyer to advertise for the open positions.

Be sure to list the various negotiator team positions that will need filled.

Explain what those positions are and what duties they entail.

Also identify the qualifications necessary to be considered for the team. What kind of person do you think would make a good negotiator?Describe for the applicants why these qualifications are important.Outside sources, other than the text book can be used. Recommended team positions may vary with different sources and different names may be given for the team positions other than those in the text book.

Submit your writing assignment to the dropbox by the end of Unit 2 in the basket titled Unit 2: Assignment.

Week 2 Assignment

1 copyright © 2010, elsevier inc. all rights reserved. chapter 2 crisis management: crisis response...

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